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Good evening, everybody. It's great to be here! I was looking forward to this event to meet all of you, the people I've heard so much about.
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So, it’s great to be here in person and stand in front of you.
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Today, I would like to talk about how we can grow as engineers. We will explore our problems from the user perspective and from the product perspective.
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Initially, this talk was supposed to be about cross-functional teams, but then I realized that it’s not only about those teams; it’s also relevant to any team that is working on a product.
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Could those who know what that is raise their hand?
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Yes, most of you. And who among you liked to play with Legos as a kid? I did too; we all like to build things.
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Before we go further, let me give you an idea of what we build.
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We build products for external clients as well as for ourselves. On external projects, we perform a wide range of functions.
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We start with engineering and design, but we also do product management.
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When it comes to our own products, we use the same knowledge and approaches that we've acquired over the past 11 years to build the things that we need and those we believe others will need.
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My focus is primarily in the labs, where I work on one of our own products.
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This allows me to gain full experience from both the code side and the product side.
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We don’t do what clients want; we do what they need.
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That's something that sets us apart from outsourcing companies.
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Five years ago, I was thrilled to join an interesting new project with a smart team.
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It was my first international team, and we had a great client; it couldn't have been better.
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I felt creative and inventive as we faced various challenges.
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We were given freedom of choice with our technology stack.
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We delivered new features and progressed remarkably.
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However, after eight months, it was over; the client ran out of money, and nobody wanted to use what we built.
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In the end, we had only an eroding repository on GitHub left from that enjoyable project.
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We had to shut it down, winding down the entire AWS infrastructure, and ultimately, the code died with the product.
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The main takeaway is that we tend to build the wrong things.
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The wrong things do not withstand the test of time.
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How many of the products you've worked on are still helping people?
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Well, I did the math, and in my case, almost half of my professional work is gone; it no longer helps anyone.
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If my current project fails, this number will only increase, and I wouldn't want to see that.
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To put that in perspective, I could have earned another bachelor's degree in the time spent working on products that serve nobody.
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Research shows a lot of companies fail; different studies suggest that four out of five startups fail within the first 18 months.
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Others say that 50% of companies fail within the first five years, and another states that 70% do not survive or reach ten years.
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That's a significant amount of failure.
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Does anyone know what this is? Yes, you know.
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This is Blockbuster, a DVD rental company from the U.S. that was quite successful.
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Founded in 1985, it had over 9,000 stores across the U.S. by 2004.
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However, Netflix killed Blockbuster.
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Imagine a nice evening when you want to watch a movie, only to drive to Blockbuster to browse through shelves.
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There's no search function; you have to browse yourself.
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When you finally find it, you might bring home the wrong version.
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If you don’t return it on time, high fees apply, which was how Blockbuster made most of its money.
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Then Netflix came along, launching in 1997.
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It offered DVD rentals and sales through a website, eliminating the need for physical store visits.
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With a subscription model and an advanced recommendation system, they gained traction.
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Blockbuster dismissed Netflix’s ideas, thinking nobody would want it.
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In 2007, Netflix introduced streaming, and the rest is history.
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Today, Blockbuster is out of business, with only six franchise stores remaining.
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And the core reason is the absence of market need.
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Do you think Facebook was the first social media platform? Most likely not.
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There were earlier social networks; however, Facebook emerged when technology allowed more.
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Their success was a consequence of improved internet infrastructure.
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Going digital meant going global, eliminating the need for physical copies.
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People use products that enhance their lives.
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So, why do you choose one messaging app over another?
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Is it really just about the code? If not, why assume others care about it?
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In reality, code is merely one aspect of building products.
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Product success depends on addressing real user problems.
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Users don't care if the code is perfectly clean; they care about solutions to their problems.
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What they pay for is the value the product delivers.
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Focusing on solving user problems can increase revenue.
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As the value we provide increases, so can our salaries.
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Now, let’s discuss shipping.
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I wanted to show you a short video.
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This video is a time-lapse recorded on a container ship.
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Can you see it? (pause) Great, let's move on.
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Isn’t it spectacular? This tropical storm looks nice; perhaps because we spend so much time on land.
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Imagine a trip from Santiago, Chile, to Taipei, Taiwan. It takes four weeks.
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Can you fathom being on a ship for weeks with just containers, water, sky, and clouds?
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No phone, no internet, limited contact with family and friends.
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Staying connected through messaging would mean a lot.
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That map I showed you comes from a product that connects distant families.
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For nearly 50 years, KVH has been enabling people to stay connected via satellites.
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They envisioned this long before the internet existed.
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It’s unfortunate that job descriptions aren't framed this way.
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We build products for people, by people, and improving lives gives us a sense of power.
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We all remember the first time we tinkered with code and it worked.
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It’s a powerful feeling that connects us to the world.
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This relevance keeps businesses alive for years to come.
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They're not tied to specific technology or products.
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Now, let’s talk about planning meetings.
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We all love them, right? Well, for some, it's a part of their day job.
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Imagine you're a sales representative. Your main goal is to schedule as many meetings as possible.
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Scheduling meetings via email can be hell because you risk overbooking.
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This leads to the so-called email ping pong.
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Five years ago, the creator of a product came to us with an idea.
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His goal was to enable booking directly into the calendar.
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Imagine that whoever comes first gets served first.
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He wanted to integrate multiple calendars at once: Google, Microsoft, and Apple.
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We advised him against that idea because we recognized Google’s potential.
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Google is widely used by companies due to its low cost and minimal configuration.
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Focusing on one thing helped us validate the market.
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This allowed us to refine the product before introducing other integrations.
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Now, it has five million users.
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The main takeaway here is that not all problems are equally pressing.
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We need to prioritize the important issues over the urgent ones.
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It’s easy to get caught up in what seems urgent, neglecting what holds long-term importance.
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In software, we often jump into coding right away.
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Instead, we should be asking simple questions, like: What user problem does this story address?
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By putting users at the center of our focus, we can identify high-value problems to tackle.
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This approach ensures we address both urgent and important matters.
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Finding the right problems is the first step; the next is figuring out how to solve them.
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Do you find it difficult to keep an entire problem or solution for a story in your head?
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I do, and I used to run in circles, feeling lost.
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This uncertainty leads to a lack of progress.
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We end up recreating partial information, losing track of the overall picture.
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Without a clear understanding, we can't explore a problem or solution ranch.
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You're stuck with just one solution, missing out on many potentially better options.
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But what if I told you there's an approach to overcome this?
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It’s simple and can feel like a superpower.
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This approach consists of two components: issue and idea.
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In a project, you outline benefits and risks, creating an implementation plan.
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This method can be applied to anything, simplifying your thought process.
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For example, in one of our stories, we encountered performance issues retrieving tickets from JIRA.
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I began mapping out issues and ideas, clarifying the problem.
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Each idea had its own issues to address, helping to see variations.
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Essentially, this approach captures your thoughts, guiding your exploration.
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It allows you to tackle short-term, mid-term, and long-term solutions.
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This understanding ultimately aids in refining your tasks.
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You can effectively communicate your findings to stakeholders.
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This helps them make informed decisions regarding priorities and resource allocation.
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Another critical aspect to consider is understanding user needs.
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Knowing where the product is heading affects our ability to address tech debt.
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We can work on ensuring our architecture efficiently.
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It's essential to analyze and understand before planning the next steps.
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This clarity allows you to split responsibilities articulately.
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Three years ago, I was an Android developer. There are many screen resolutions and densities, which requires various image sizes.
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Usually, I was provided with assets for iOS, which posed challenges.
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We often had inconsistencies between screens, causing issues with pixel-perfect deployments.
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To address these problems, we requested sliced images.
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After struggling for a year, we finally persuaded them to switch to Sketch.
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With this approach, we created a plugin to cope with the cross-platform issues.
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This resulted in diminished hassle while exporting to Zeppelin.
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We had a choice: either complain or effect change.
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Changing the environment helps everyone grow.
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This dilemma illustrates the need to avoid siloed approaches.
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Don't separate functions; work together to overcome the hurdles.
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Consider the famous image of testing; unit tests work in isolation until integrated.
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The focus should be on understanding dependencies and ensuring good communication.
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You might think, 'Isn’t this not my job?' Well, in a collaborative environment, everyone plays a role.
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Roles are like labels; they define expectations but shouldn't be limiting.
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In product teams, there are three main roles: engineering, design, and management.
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Engineering focuses on feasibility, design addresses user appeal, and management ensures viability.
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As specialization increases, we need more translators to bridge gaps.
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I've learned a new term: 'UX engineer.'
